Evaluation is distinct from assessment (which is forward-looking) or an informal review of projects (ADS 201). randomized assignment of treatment and control groups, modifications to selection criteria, modifications to roll-out timing, etc.). Sharing: Transparency is a key practice of evaluation at USAID. The Evaluation COR/Manager should also consider if the design complies with ethical standards for protection of human subjects. If you want to make sure that your programs are coordinated with others, grounded in a strong Monitoring, Evaluation (M&E) base, and iteratively adapted to remain relevant throughout implementation, you might be interested to learn more about the USAID’s Collaborating, Learning, and Adapting (CLA) TOOLKIT, - a set of practices that help you plan and implement Program Cycle activities more effectively. Following the submission of the draft evaluation report, the Mission or Washington Operating Unit Program Office will organize an in-house peer technical review to assess the quality of the draft report and ensure that comments are provided to evaluation teams. Ideally, the evaluation purpose and questions will be developed during the design of the project or activity to be evaluated. The USAID Program Cycle is a common set of processes intended to achieve more effective development interventions and to maximize impacts. Find out about career opportunities at USAID. In this case, decisions need to be made about whether to evaluate, what type of evaluation (performance or impact) to conduct, what type of evaluation team (internal or external) would be appropriate, and when the evaluation should be conducted. USAID Automated Directives System (ADS) 201 and its associated references provide the foundation for all USAID guidance on evaluation at USAID. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … It notes: “Evaluations will use methods that generate the highest quality and most credible evidence that corresponds to the questions being asked, taking into consideration time, budget, and other practical considerations. The SOW communicates to the evaluation team why the evaluation is needed, how it will be used, and what evaluation questions managers need answers to. In the case of potentially large, expensive, or lengthy evaluations (particularly impact evaluations), an evaluability assessment may be a worthwhile investment prior to planning an evaluation. Per ADS 201, the strategic Portfolio Review should consider (1) what has been learned during evaluations (along with other sources of evidence) and (2) the status of post-evaluation action plans for evaluation findings and their use in respective decisions. management, evaluation, and reporting. As noted in ADS 201.3.5.10, “Findings from evaluations will be shared as widely as possible, with a commitment to full and active disclosure." Each Mission and Washington OU that manages program funds and designs and implements projects as described in ADS 201.3.3 must conduct at least one evaluation per project. ment, and evaluation of education programs. 25 Resources. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. Per ADS 201.3.2.16(A.II), Missions must include an evaluation plan in their Mission PMP to identify, summarize, and track all evaluations as they are planned across the Mission and over the entire CDCS timeframe by Development Objective (DO). The Toolkit is organized according to the USAID Program Cycle and the phases of an evaluation. Such dissemination plans can help ensure that appropriate evaluation products are planned and developed to meet stakeholder needs and fulfill USAID’s commitment to transparency, accountability, and learning. Strategies/projects/activities that are not required to be evaluated may still be evaluated at any point in implementation for learning or management purposes. Evaluation Toolkit - Curates the latest USAID guidance, tools and templates for initiating, planning, managing and learning from evaluations primarily for USAID staff and partners involved in any phase of the evaluation process. Toolkit for Monitoring and Evaluating Gender-Based Violence Interventions along the Relief to Development Continuum USAID developed this toolkit to support the implementation of the U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. The Evaluation Toolkit curates the latest USAID guidance, tools, and templates for initiating, planning, managing, and learning from evaluations primarily for USAID staff members who are involved in any phase of the evaluation process. These reports are also used by Contract Officers and CORs when assessing the past performance of contractors and to incentivize contractors to produce superior products and services. The process of developing the evaluation questions may even inform the decision to evaluate or not. According to ADS 201.3.6.10: "OUs also should distribute evaluation results widely, to both internal and external stakeholders” and “Missions and OUs should update and follow the Evaluation Dissemination Plan developed during the evaluation planning stage..." Evaluations of all types will include a dissemination plan. As early as possible in the evaluation planning phase, the Mission or Washington Operating Unit needs to consider the purpose and audience of the evaluation and the key questions that the evaluation will address. Monitoring and evaluation toolkit HIV/AIDS, tuberculosis and malaria. Evaluation Toolkit(link is external)- Curates the latest USAID guidance, tools and templates for initiating, planning, managing and learning from evaluations primarily … A toolkit developed and implemented by: Office of Trade and Regulatory Reform Bureau of Economic Growth, Education, and Environment US Agency for International Development (USAID) For more information, please contact Paul Fekete. See ADS Additional Help, ADS Reference 201sai, Managing the Peer Review of a Draft Evaluation Report. Acquire the “know how” needed to build learning time and approaches into USAID programs and projects. Monitoring and evaluation (M&E) are key aspects of any project and together they serve to support informed decisions, the best use of resources, and an objective assessment of the extent to which an organization’s activities have led to a desired result. A stakeholder analysis is one simple way to start the process of identifying stakeholders and determining how to best collaborate with them throughout the evaluation. This document assembles the up- to -date and most recent PDFs that are includes as resources in the Toolkit. This toolkit is organized according to the USAID Program Cycle and the phases of an evaluation. Toolkits USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate … A Performance Management Plan (PMP) is a Mission-wide tool for planning and managing the process of monitoring strategic progress, project performance, programmatic assumptions, and operational context; evaluating performance and impact; and learning and adapting from evidence. Biodiversity How-To Guide 3: Defining Outcomes & Indicators for Monitoring, Evaluation and Learning in USAID Biodiversity Programming; FAQ; USAID’s Biodiversity Conservation and Forestry Programs, 2016 Report ; Measuring Efforts to Combat Wildlife Crime: A Toolkit for Improving Action and Accountability; Coastal Sustainable Landscapes Project in Ghana's Western Region. This will help ensure that a project or activity and its monitoring system are designed with the planned evaluation in mind. Rapid Education and Risk Analysis Toolkit (RERA Toolkit) in order to support the critical first step of better understanding the situation of edu-cation systems and learners and their complex and volatile contexts. The Evaluation Registry includes information on evaluations completed in the most recent fiscal year, evaluations that are currently ongoing, and evaluations planned for the current year and two additional out-years. A workplan that describes the schedule, activities, and milestones of the evaluation team; An inception report or background report that addresses what the evaluation team has learned based on program documents provided to them; An in-brief or series of in-briefs, either in person or virtual; and. Is a resource for USAID staff members and external contractors who participate in or conduct evaluations for USAID. For examples of USAID's innovative approaches to monitoring, evaluation, research and learning that are currently being tested within the Agency, please visit our Monitoring, Evaluation, Research and Learning Innovations Program(MERLIN) page. Their contributions have been and continue to be essential to the ongoing development of this Toolkit. Independent Government Cost Estimate (IGCE) Guide and Template in Excel. Social Impact, Inc. 2300 Clarendon Boulevard Suite 1000 Arlington, VA 22201 Tel: (703) 465-1884 Fax: (703) 465-1888 info@socialimpact.com This Toolkit is prepared as part of a series on USAID Compliance Toolkits by Najwa Andraos, 17 August 2004 ISBN 92 9224 001 3 . For a complete list of USAID’s public evaluations, visit the Development Experience Clearinghouse. Missions should also consider the use of local evaluation contractors. Assigning responsibility and timelines for completion for each set of actions. Adequate consultation is essential when defining the evaluation purpose and evaluation questions to ensure that evaluation findings will be credible, relevant, and actionable for decision-makers. As many external evaluations will also be implementing mechanisms, much of the needed information will need to be prepared as part of the OP. ), Each Mission must conduct at least one "whole-of-project" performance evaluation within their CDCS timeframe. US Agency for International Development (USAID). This toolkit is designed for ministries and other agencies that support Community Based Natural Resource Management (CBNRM) initiatives. The Monitoring and Evaluation Capacity Assessment Toolkit (MECAT) was the result of an effort by MEASURE Evaluation PIMA —funded by the United States Agency for International Development (USAID)—to develop and pilot a resource for local use in Kenya. In addition, USAID staff may lead and/or participate in internal evaluations. This Toolkit is designed to be applicable to all bureaus, offices, and posts and the templates can be customized to fit your needs. What is different about M&E of FP programs compared with M&E of other programs? In addition to these approaches, USAID’s Evaluation Toolkit includes provides a brief guide for developing appropriate questions, entitled Tips for Developing Good Evaluation Questions (for Performance Evaluations), which includes a mix of principles and tips for developing good evaluation questions. USAID Toolkit For Monitoring and Evaluating Gender-Based Violence Interventions Along the Relief to Development Continuum USAID developed this toolkit to support the implementation of the U.S. Strategy to Prevent and Respond to Gender-based Violence Globally. Collaborating, Learning, and Adapting (CLA) is a framework and a set of practices for strengthening organizational learning and the conditions that enable it throughout the Program Cycle to improve our development effectiveness, and support countries on their Journey to Self-Reliance. In practice, though, managing the implementation of an evaluation differs in significant ways from managing the implementation of other development activities. Coordination between evaluators and implementers is smooth; and. Understanding impact evaluation requirements at an early stage can help inform the drafting of implementing partner agreements in a way that builds implementer/evaluator cooperation and communicates how the evaluation will affect implementation. This toolkit was prepared by Initiatives Inc. and University Research Co., LLC (URC) for review by the United States Agency for International Development (USAID) and was authored by Lauren Crigler (Initiatives Inc.), Kathleen Hill (URC), Rebecca Furth (Initiatives Inc.), and Donna Bjerregaard (Initiatives Inc.). This toolkit deals with the “nuts and bolts” (the basics) of setting up and using a monitoring and evaluation system for a project or an organisation. Many USAID and USAID contractor staff—from the field and Washington—provided content, comments, feedback, and insights into this Evaluation Toolkit. Effective monitoring and evaluation (M&E) is essential for demonstrating the evidence of impact of PHE integration, and its ability to contribute to multiple development goals, including the Sustainable Development Goals (SDGs). Office of Trade and Regulatory Reform 7 Resources. This Toolkit was developed by the Bureau for Policy, Planning, and Learning Office of Learning, Evaluation, and Research (PPL/LER). Then, the USAID-funded MEASURE Evaluation project (Phase IV) worked with the MEASURE Evaluation PIMA team to adapt the toolkit for … Evaluation at USAID is defined as the systematic collection and analysis of data and information about the characteristics and outcomes of one or more organizations, policies, programs, strategies, projects, and/or activities as a basis for judgments to understand and improve effectiveness and efficiency, timed to inform decisions about current and future programming. ADS 300: Agency Acquisition and Assistance (A&A) Planning, Monitoring and Evaluation Platforms: Considerations for Design and Implementation Based on a Survey of Current Practices, Monitoring, Evaluation and Learning Platforms Assessment Report (2017), Interactive Map of VOPEs (Voluntary Organizations of Professional Evaluators), The Ideal Prospective Impact Evaluation Timeline, Government Accountability Office: Designing Evaluations (2012 Revision), The Road to Results: Designing and Conducting Effective Development Evaluations, Real World Evaluation: Working Under Budget, Time, Data, and Political Constraints: A Condensed Summary Overview, Evidence-based practical guidance and templates on how to successfully design and implement a Developmental Evaluation for Evaluators and firms that manage DEs, ADS Additional Help, ADS Reference 201sai, Managing the Peer Review of a Draft Evaluation Report, Checklist for reviewing a randomized controlled trial, Development Experience Clearinghouse (DEC), Annual Performance Plan and Report Guidance, User Manual for Contractor Performance Assessment Reporting System (CPARS), How-To Note: Evaluation Statement of Work, How-To Note: Preparing Evaluation Reports, How-To Note: Activity Monitoring, Evaluation, and Learning Plan, Additional Help: Staff Roles and Responsibilities for Monitoring, Evaluation, and Learning, Evaluation Stakeholder Participation Planning Matrix, Developing an Evaluation Dissemination Plan, Complexity-Aware Monitoring Discussion Note (Brief), Discussion Note: Making Evidence Accessible through Evaluation Synthesis, How-To Note: Prepare and Maintain a Performance Management Plan (PMP), Multi-Year PMP Evaluation Plan Guidance and Templates, How-To Note: Developing a Project Logic Model (and its Associated Theory of Change), Monitoring & Evaluation for a G2G Agreement, Additional Help: Activity Monitoring, Evaluation, and Learning Plan Template, Deciding to Evaluate During Project Design, Choosing Between Internal and External Evaluations, Conducting an Evaluability Assessment for USAID evaluations, Tips for Developing Good Evaluation Questions, Technical Note: Mixed-Methods Evaluations, Evaluation Statement of Work Checklist and Review Template, Evaluation Statement of Work (SOW) Peer Review Process, How-To Note: Engendering Evaluation at USAID, Developing an Independent Government Cost Estimate for a Performance Evaluation, USAID Staff Participation in External Evaluations, Sample Disclosure of Conflict of Interest Form, Technical Note on Evaluative Case Studies, Lessons Learned Managing External Performance Evaluations, Evaluation Report Checklist and Review Template, Managing the Peer Review of a Draft Evaluation Report, USAID Evaluations: Statements of Difference Guidance, Submitting a USAID Evaluation to the Development Experience Clearinghouse (DEC), Exceptions to Public Disclosure of USAID-Funded Evaluations and Action Memo Template, USAID Evaluation Registry: Data Collection Template, Integrated into the Design of Strategies, Projects, and Activities, Unbiased in Measurement and Reporting, Independent, and Objective, Based on Best Methods of Appropriate Rigor, Oriented toward Reinforcing Local Ownership and National Self-Reliance. Relevant and non-procurement sensitive parts of the SOW may also be shared with external stakeholders as needed and appropriate. To date, this workshop has been held over 30 times in Washington and all of the USAID regions and over 900 Agency staff have been trained. As of FY2013, the data from the Evaluation Registry are also used to calculate the targets and actuals for the USAID Forward Evaluation Indicator. Prepare for external evaluations. Resources. This Toolkit is designed to be applicable to all bureaus, offices, and posts and the templates can be customized to fit your needs. project or activity reports, performance monitoring data, key contact information, etc. Learn how you can get involved and lend a hand. TABLE OF CONTENTS . Part of the value-added function of the Program Office is to suggest potential implementing mechanisms for carrying out the evaluation. Most likely, this exercise is best done during the Operational Plan (OP) preparation time. A few resources and additional links are available only to USAID staff. This section addresses the various, formal stages of the Program Cycle at which Missions or Washington OUs are required or encouraged to consider whether it would be appropriate to plan for, conduct, or learn from an evaluation. And we strengthen health information systems so countries can make better decisions and sustain good health outcomes over time. Missions must keep the PMP up-to-date to reflect changes in the CDCS or projects. Require disability-targeted questions. Project designs should be derived from well-documented, rigorous analysis, including evaluations. summarizes the sections of the Toolkit. Reporting: Planned, ongoing, and completed evaluations must be reported annually in the Evaluation Registry of the annual Performance Plan and Report. For more information, please contact Paul Fekete. Other possible deliverables, such as an evaluability assessment. As with all IGCEs, it serves as the basis for reserving funds during acquisition planning; it provides the basis for comparing costs or prices proposed by offerors/applicants; and it serves as an objective basis for determining price reasonableness in cases in which one Offeror/Applicant responds to a solicitation. Utilization and learning should be planned for and actively facilitated whenever evaluation use occurs. The GBV Monitoring and Evaluation Toolkit for the Whole of Syria Response Turkey Hub GBV Sub-Cluster draws on the insights and experiences of international and local organizations implementing GBV programming in Turkey cross-border operations, as well as existing best practice GBV resources available regionally and globally. To support the monitoring and evaluation sections a toolkit for the three diseases has been developed by a wide range of institutions. ADS 201maa, Criteria to Ensure the Quality of the Evaluation Report, ADS 201mah, USAID Evaluation Report Standards, The Program Office must ensure that the final evaluation report is posted on the, In addition to posting the evaluation report to the DEC, Program Offices must post quantitative data from the evaluation to the. Evaluation in Country Development Cooperation Strategies. Evaluations may be planned, conducted, or utilized at any stage in the Program Cycle. Per ADS 201.3.6.8, “Except in unusual circumstances, the key elements of the design [of the evaluation] must be shared with implementing partners of the projects or activities addressed in the evaluation and with related funders before being finalized.”. The Program Cycle is USAID’s operational model for planning, implementing, assessing, and adapting development programming in a given region or country. Improvement Methods Toolkit from the USAID ASSIST Project AUGUST 2020 USAID Applying Science to Strengthen and Improve Systems (ASSIST) Project DISCLAIMER The contents of this report are the sole responsibility of University Research Co., LLC (URC) and do not necessarily reflect the views of the United States Agency for … Section 2 noted the various stages of the Program Cycle where Missions or Washington OUs should formally consider evaluation needs and requirements, including Mission-wide evaluation planning. USAID Learning Lab hosts three toolkits to provide USAID staff and implementing partners with a curated set of resources to plan, implement and integrate monitoring, evaluating and CLA practices into their programs. Evaluation in Mission Performance Management Plans . We create tools and approaches for rigorous evaluations, providing evidence to address health challenges. The Toolkit is one of several gender-based violence (GBV) Toolkits that USAID has developed to address concerns related to GBV in other sectors including, but not limited to, Economic Growth, Energy and Infrastructure, Monitoring and Evaluation, and the Rule of Law. The United States Agency for International Development (USAID) has a long history of investing in programs that ... larger monitoring, evaluation, and learning (MEL) system. It is a reference of considerations for designing, managing, and evaluating youth and democracy, human rights, and governance (DRG)-related programs. USAID staff can refer the Education page on ProgramNet for examples of evaluation statements of work that were successful in incorporating consideration of disability inclusion. There are numerous options for procuring evaluation services, including field and Washington mechanisms supported by a variety of USAID offices. Most of the guidance in this section assumes that USAID is the author of the SOW for a competitively procured external performance evaluation. The USAID Education in Crisis and Conflict Team de-veloped the . Toolkits. For an evaluation to successfully contribute to USAID development results, the Evaluation Point of Contact (POC) and other USAID staff involved in the evaluation must productively engage and collaborate with key stakeholders in the evaluation—USAID staff across various offices, implementing partners, host country officials, beneficiaries, etc. We have contributed to best practices at the global level and to the strengthening of RHIS data collection, data quality, analysis, and use at the country level. Determining Evaluation Purpose and Evaluation Questions, Managing and Monitoring an Evaluation Team, Assessing the Evaluation Process and Evaluator Performance, Strengthening Evidence-Based Development: Five Years of Better Evaluation Practice at USAID, Model Mission Order on Performance Monitoring, Evidence-based practical guidance and templates on how to successfully design and implement a Developmental Evaluation for funders of DEs, ADS 201mab, USAID Evaluation Statement of Work Requirements, Good Practices for Peer Reviews of Evaluation SOWs, Assessing the Quality of Education Evaluations, A Commissioner's Guide to Probability Sampling for Surveys at USAID. They are included in the order that they first appear as a resource in the Toolkit. In addition, per ADS 201.3.3.13, Project Appraisal Documents (PADs) must include a Project Monitoring, Evaluation and Learning (MEL) Plan. Evaluation Toolkit The Evaluation Toolkit contains the latest USAID guidance, tools and templates for initiating, planning, managing and learning from evaluations primarily for USAID staff members who are involved in any phase of the evaluation process. Generally, if at the activity level, the GATR should emphasize the use of partner government M&E systems. Monitoring and evaluation (M&E) are key aspects of any project and together they serve to support informed decisions, the best use of resources, and an objective assessment of the extent to which an organization’s activities have led to a desired result. A project is often aligned with an Intermediate Result (IR) in the CDCS Results Framework. Ideally, evaluation planning should start during the project or activity design stage. This estimate does not include implementing partners’ internal M&E operations. Missions and Washington Operating Units (OU) should share and openly discuss evaluation findings, conclusions, and recommendations with relevant partners, donors, and stakeholders, unless there are unusual and compelling reasons not to do so. Building a Safer World: Toolkit for Integrating GBV Prevention and Response into USAID Energy and Infrastructure Projects ii. The requirements for evaluation report structure and content are detailed in the mandatory references for ADS 201: The report must present a well-researched, thoughtful, and organized effort to objectively evaluate a USAID strategy, project, or activity. The Activity MEL Plan should include any plans for internal evaluations, to include the type of evaluation (performance or impact), possible evaluation questions, estimated budget, planned start date, and estimated completion date. The Monitoring, Evaluation and Learning Pathways are an alternative way of accessing information and tools in this website. These data also help USAID demonstrate to external stakeholders, such as the White House’s Office of Management and Budget, the priority that USAID places on evaluation. Toolkits. This includes required, non-required, external and internal evaluations. The Monitoring Toolkit: Curates the latest USAID Program Cycle guidance, tools, and templates for monitoring USAID strategies, projects, and activities. Other Added April 6th, 2016 12:35 Relevant and non-procurement sensitive parts of the SOW may also be shared with external stakeholders as needed and appropriate. Follow these pathways to build skills with indicator selection and the use of monitoring data to spur continuous improvement on the ground in partner countries. They display and guide you to a range of resources on each on these three topics. The draft report will also be shared with implementing partners whose projects (or activities) are examined in the evaluation and other organizations who contributed funding to the evaluation or the project/activity being evaluated. To assess the process and outcomes of integrated delivery of MIYCN-FP services, appropriate indicators and effective systems of monitoring and evaluation are required. Overview . Completing an evaluation report is not the end of the evaluation process. Pathways in this section follow major themes within topics, such as the use of performance indicators in monitoring. The Positive Youth Development Measurement Toolkit, developed by YouthPower Learning, provides guidance and resources for implementers of youth programming in LMICs to integrate PYD principles in their monitoring and evaluation (M&E) systems and effectively measure PYD outputs and outcomes … This version of the Toolkit was produced in April 2003 to reflect the changes in ADS Chapters 200-203 that went into effect on January 31, 2003. Using and Learning: Given the time and effort that is expended in planning and conducting evaluations, it is essential that Mission and Washington OUs use evaluations to understand performance, test development hypotheses, question assumptions and cause-and-effect relationships, and, ultimately, manage for results and learning. This section addresses the planning phase for an individual evaluation, from the decision to evaluate to the procurement of evaluation services. Contractors utilize the completed past performance reports when responding to solicitations. However, M&E of integrated programs can be challenging due to the multiple sectors included in PHE projects. This Performance Management Plan PMP Toolkit draws upon updated agency monitoring and evaluation guidance and new processes relating to the USAID Program Cycle. The Activity MEL Plan should also include information for ensuring that any planned external or USAID-led evaluations will have access to appropriate data collected by the implementer, such as performance monitoring data. This online Toolkit is adapted from “Youth and Democracy, Human Rights and Governance Programming: A Technical Guide,” produced by Counterpart International, as well as other resources and tools produced by USAID and YouthPower Learning. The Evaluation IGCE should be developed concurrently with the Evaluation SOW and should be available to those involved in the peer review of the SOW. A toolkit developed and implemented by: Office of Trade and Regulatory Reform Bureau of Economic Growth, Education, and Environment US Agency for International Development (USAID) For more information, please contact Paul Fekete. Most of the guidance in this section assumes that USAID is the author of the SOW for a competitively procured external performance evaluation. Is a resource for USAID staff members and external partners who manage or implement USAID efforts. Other deliverables may also be due during this period, depending on what was requested in the Evaluation Statement of Work (SOW). Transparency is a key practice of evaluation services find it in the CDCS or projects limited. Operational Plan ( OP ) preparation time to it for external evaluations, providing evidence to address challenges. Assessment ( which is forward-looking ) or request for proposals ( RFPs ) or an informal of... 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